What is strategy?

Strategies should be frameworks and directions that reflect our values. They create a playing field within which the organization can operate. 80-90% of the municipality's tasks are operational, but 10-20% require us to think beyond the solutions we know today. The strategy gives us the opportunity to experiment without just ending up with more of the same old approaches
When it comes to working on strategies addressing some of the major societal challenges — like the 'wicked problems' we face such as youth mental well-being, mixed neighborhoods and integration, climate and sustainability—we must use strategies to legitimize long-term thinking. This allows us to dwell on understanding the problem, explore new ways of collecting data, and come up with entirely alternative solutions.

The strategy should help us stay within the uncertainty instead of rushing to quick fixes that might not work adequately.

We can easily overload our organization both workwise, knowledge-wise, and humanly. Therefore, it is crucial that we, as the executive group, use strategies to create meaning and highlight the value we want to create for the citizens.

What is the biggest challenge in your strategy work?

Valid data on the right aspects. We are on a massive journey in how we run the municipality — both in terms of how we view the role of the municipality and how we approach problems. Our entire municipal system is built around linear thinking. If we are to tackle  the wicked problems, we must think much more freely and experiment. But that requires practice - I myself easily fall back into 'municipal' thinking.

Like most organizations, we are driven by data. What we measure counts. If we have to approach tasks differently, it affects how we view data. And it's difficult for us to both obtain valid data and agree on the data basis

We need to move from only measuring economy and a host of traditional municipal parameters to measuring what is genuinely important to citizens.

How do you lead your strategy implementation?

The wicked problems we face as a municipality are not linearly realisable. I work on creating a mandate from the municipal politicians for the organization to propose non-linear solutions. This requires acceptance that we can take new paths so that it is okay to suggest ideas that today might seem unpalatable or even illegal. They need to be aired and tested if they help us fulfill the strategy.

Our most important task as directors is to create room for alternative trial actions within the organization.

The strategy is an invitation to experiment and build experience. With our size and economy as the municipality of Aarhus, we have an obligation to contribute to developing the rest of Denmark. Therefore, we must be part of finding new ways forward. This requires us as top management to continuously repeat our messages. Our communicative role is crucial. We must insist on talking about meaning, meaning, meaning in the strategy. We communicate to our decentralized leaders across many platforms about the value framework of our strategic approach. And we say: if you can operate within it, go ahead. This gives them a framework within which they can act, and we actually expect them to take action

Strategy in Aarhus Municipality

In Aarhus Municipality, they work with wicked problems. These are societal issues that we have long recognized and tried to solve. Yet they remain unresolved, and even in the near future, they stand in the way of both current and future generations experiencing the solid and sustainable welfare society we know.

They work on six wicked problems:

1. Youth mental health and well-being
2. Integrating health into everything
3. Recruitment and competencies
4. The Democratic dialogue
5. Climate and sustainability
6. Mixed neighborhoods and integration

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As a strategic framework, they use the Aarhus Compass, which describes the municipality Aarhus would like to be a part of. Smaller system. More citizens'.